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A Lean Journey

A Lean journey was presented at the APEX Symposium 2015 in Ottawa, Canada.

Lean management isn’t about the destination; it’s about the journey of continuous improvement. Through active and respectful engagement of everyone in the organization, Lean seeks to eliminate waste and deliver value to citizens every day. Presented in collaboration with Jennifer Little, Transport Canada’s Director of Access to Information and Privacy directorate.

10.
Our Challenge
Reducing the number of steps – and therefore time - between
the receipt of a request and its release
Our Objectives
•Process files quickly, accurately, consistently
•Create time for analysts to analyse; reduce time spent on
administrative tasks
•Reduce bottlenecks
•Improve response time
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11.
Our Case
•A “simple” request: no consultations, no extensions – mapping the
most basic type of request
•Understand how long it takes, what steps are in place and WHY
Our Scope
Focus on our internal process and
the factors that are within our control
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13.
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• Map: each and every step in the process
• Analyze: for each step ask:
• Does it add value from the point of view of the client;
• What disturbs work flow: when does the file slow down, stop, wait,
go backwards?
• Identify areas of improvement: 86 suggestions to consider…
• Approach through lenses of practicality; priority; context;
scope: … whittled down to 27 priorities
• Create future state map: target 12 to 18 months.
• Develop action plan: move from current to future state
Our Process

15.
Our Future State
•12 – 18 month horizon
•Improve both process (touch) time and lead time
(total time) by 30%
•Equates to shaving 23 days off the processing time
for each file / request
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16.
Our Roadmap
Practical, systematic approach to
implementation
•Prioritize initiatives and set time horizons
–3-6 months: high priority, relatively “quick hits”
–6-12 months: high priority, tougher to implement
–12-18 months: lower priority – or more time to implement
–Review regularly: reassess
•Weekly meetings to take stock and adjust as necessary
•Linked to review and update of Procedures Manual; team training
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17.
What we learned
•Importance of preparing in advance:
-Establishing the problem
-Meeting as a team
-Setting expectations, parameters
•Be realistic in terms of how long it takes
to implement new procedures!
•Lean lessons that have stayed with us:
-Culture of continuous improvement
-Freedom to challenge procedures, raise concerns with process
-Drill down on the WHY?
-Tackle problems at the source
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